Relevant bibliographies by topics / Strategic Resource (VRIO

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Strategic Resource (VRIO'

Author: Grafiati
Published: 3 June 2025
Last updated: 1 August 2025

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Journal articles on the topic "Strategic Resource (VRIO"

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Knott, Paul J. "Does VRIO help managers evaluate a firm’s resources?" Management Decision 53, no. 8 (2015): 1806–22. http://dx.doi.org/10.1108/md-08-2014-0525.

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Purpose – The resource-based view and value-rarity-imitability-organisation (VRIO) method have diffused widely into courses aimed at managerial practice, but research has yet to verify whether they help managers analyse a firm’s resources. Following recent interest in the use of strategy tools, the purpose of this paper is to focus on what happens when VRIO informs strategy action. Design/methodology/approach – The paper uses experimental method to evaluate directly users’ analysis guided by VRIO relative to analysis that is not. Systematic coding of the responses evaluates how users select re
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Shavina Alifia and Gallang Perdana Dalimunthe. "Operationalisation of Internal Analysis Using The Vrio Framework: Assessing Resource and Capability Management in A Bandung-Based Coffee Business (Case Study: Kopi Anjis)." International Journal of Economics and Management Research 3, no. 3 (2025): 286–96. https://doi.org/10.55606/ijemr.v3i3.419.

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Finding the source of competitive advantage has become an essential area in the research of strategic management. One of the methods commonly used to assess internal strengths is the VRIO framework. However, the framework does not explain how well resources or capabilities are managed within the company. Therefore, the objective of this paper is to operationalise the VRIO framework by creating assessment scales to evaluate the level of organisational support for strategic resources. A case study was conducted at Kopi Anjis, a Bandung-based coffee business, to identify branding-related resource
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Larbi, Agnes Odamea, Gladys Afumwaa Asare-Danquah, and Angela Akua Fosuah Ackah. "Utilization of Internal Analysis with the VRIO Framework and Development of Scale for Resource and Capabilities of Fashion and Design Organization." International Journal of Research and Scientific Innovation XI, no. VI (2024): 63–70. http://dx.doi.org/10.51244/ijrsi.2024.1106006.

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In this ever-changing world where things are not easily stable for a long time finding the source of competitive advantage has become an essential area in the research of strategic management especially in fashion and design organization. The VRIO framework is one of the methods frequently used in conducting internal analysis to find out the competitive advantage. However, this framework comes with its weaknesses such as its inability to be used to determine how strong the competitive advantage of the company can be managed by them. VRIO framework means that the resources have the following ch
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Purwoko, Lukman Fajar, Nunuk Hariyati, Mustaji Mustaji, Dewie Tri Wijayati Wardoyo, and Ayu Wulandari. "STRATEGIA: A REFLECTIVE STRATEGY FORMULATION MODEL FOR DEVELOPING SCHOOL EXCELLENCE THROUGH BLUEPRINT-BASED PLANNING." Proceeding of International Conference on Social Science and Humanity 2, no. 3 (2025): 407–19. https://doi.org/10.61796/icossh.v2i3.217.

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Objective: This study introduces STRATEGIA (Strategic Reflective Action for Growth and Institutional Advantage), a reflective strategy formulation model designed to support schools in developing context-sensitive and strength-based strategic blueprints for institutional excellence. Method: Employing a design-based research approach, the model was piloted with 19 school principals through a structured training program. Data were collected via pre–post surveys, blueprint portfolio analysis, and reflective documentation to evaluate shifts in strategic thinking and planning competence. Results: Fi
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Victer, Rogerio. "The strategic implication of knowledge attributes." Management Decision 52, no. 3 (2014): 505–25. http://dx.doi.org/10.1108/md-04-2013-0235.

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Purpose – The purpose of this paper is to refine the resource-based theory of the firm. It intends to deal with key theoretical issues affecting the development of a model that empirically captures the relevance of knowledge to performance. The research task is not only to look inside the firm in search of candidates for a strategic resource, but also to better understand how a resource becomes strategic as the consequence of specific attributes. This approach has the potential of providing a relevant insight into the characteristics that resources must possess as well as a more effective way
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Aneta, Marichova. "APPLICATION VRIO FRAMEWORK TO EVALUATE CAPABILITIES OF THE CONSTRUCTION FIRM TO CREATE COMPETITIVE ADVANTAGES." INTERNATIONAL JOURNAL OF ENGINEERING SCIENCES & RESEARCH TECHNOLOGY 7, no. 8 (2018): 362–269. https://doi.org/10.5281/zenodo.1345639.

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Under the new dynamic conditions, growing competition,dramatic changes in demand,the main problem for the construction company is:what are its possibilities for creating a strategic resourceto ensure the successful long-term development and positioning. The strategic resource is created and developed not only by the operational capabilities, but also by the efficient organization and management of the company, its market position and the growth potential, i.e. dynamic capabilities. The aim of the study is to determine the characteristicsof the strategic resource as a factor for competitive adv
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Fadhil Akbari, Muhammad Farizandani, Hafiz Rahman, and Donard Games. "Applying VRIO Analysis for Strategy Formulation to Increase Competitiveness Through Intangible Asset Mastery (Case Study on Kopi Kita in Padang Ciy)." Jurnal Ekonomi Manajemen Sistem Informasi 6, no. 4 (2025): 2389–98. https://doi.org/10.38035/jemsi.v6i4.4352.

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The increasingly fierce competition in the coffee shop industry demands entrepreneurs to have effective strategies to enhance their competitiveness. This research aims to analyze strategies for enhancing competitiveness through the mastery of intangible assets at Kopi Kita in Padang City using the Resource-Based View (RBV) approach and VRIO analysis (Valuable, Rare, Inimitable, Organized). This research uses a qualitative method with a case study, involving observation and in-depth interviews with the owner and branch managers of Kopi Kita. The research results show that mastery of intangible
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Vargas-Hernández, José G., and Jorge Armando López-Lemus Jorge López-Lemus. "Resources and Capabilities of SMEs Through a Circular Green Economy." International Journal of Circular Economy and Waste Management 1, no. 1 (2021): 1–15. http://dx.doi.org/10.4018/ijcewm.2021010101.

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The purpose of this article is to analyze the green and circular economy (GCE) model from the point of view of the resources and capacities of the organization. How is the application of the circular economy model related to strategic management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage; in other words, the application of the CE is related to strategic mana
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Vargas-Hernández, José G., and Marlene De Jesús Morales Medrano. "The Circular Economy." Revista Gestão & Sustentabilidade 1, no. 1 (2019): 298–309. http://dx.doi.org/10.36661/2596-142x.2019v1i1.10902.

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The purpose of this document is to analyze the Circular Economy (CE) model from the point of view of the resources and capacities of the organization. How is the application of the Circular Economy model related to Strategic Management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage, in other words, the application of the CE is related to Strategic Management thr
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Rizqi, Firdaus Aditya, and Wahyu Nugroho. "Implementasi Resource Based Strategy Dalam Mencapai Sustainable Competitive Advantage." Arthavidya Jurnal Ilmiah Ekonomi 22, no. 1 (2020): 121–30. http://dx.doi.org/10.37303/a.v22i1.155.

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Abstract: In supporting infrastructure development and housing needs, cement is one of the more widely used strategic commodities. Improvement of infrastructure and property development in Indonesia is caused by an increase in good economic growth in Indonesia. This is the main attraction for both domestic and foreign investors to further enliven the cement industry in Indonesia. Competition occurs between old players and new players who have plans and are building new factories. In addition to PT X in Indonesia there are also 6 (six) other cement companies and 8 (eight) new companies that wil
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Dissertations / Theses on the topic "Strategic Resource (VRIO"

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Barbosa, Raissa de Azevedo. "Etratégias de inovação à luz da visão baseada em recursos: um estudo da Embrapa." Universidade Federal da Paraí­ba, 2013. http://tede.biblioteca.ufpb.br:8080/handle/tede/3826.

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Made available in DSpace on 2015-04-16T14:49:00Z (GMT). No. of bitstreams: 1 ArquivoTotal.pdf: 2469347 bytes, checksum: 0f09cd68d7b187cb3b07a7239749c940 (MD5) Previous issue date: 2013-02-18<br>Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES<br>This research aims to analyze the characteristics of innovation strategies adopted by Embrapa, from the perspective of resource-based view. Therefore, as the methodological procedures, were adopted the interpretive paradigm, the qualitative approach, the descriptive study and the method used was the case study. The company studie
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Lacaze, Agathe. "Adding value to the VRIO framework using DEMATEL." Master's thesis, 2020. http://hdl.handle.net/10071/21850.

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Strategic management is fundamental for organizational development. It plays a critical role in the accomplishment of business performance and, as result, in the achievement of competitive advantage. Currently, the increased use of strategic management has intentional impacts on a company’s performance and differentiation, specifically in a globalized market. From this perspective, organizational evaluation is important, as well as the development of strategic management frameworks that can guarantee the achievement of sustainable competitive advantages for organizations. One of the mos
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Geraldes, Rita Isabel Alves. "A managerial perspective of how resource-based view theory leads to competitive advantage." Master's thesis, 2019. http://hdl.handle.net/10071/19793.

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A clear business strategy is often emphasized by managers as vital to achieve a sustainable performance. However, when asked concerning its strategy in place, many of them cannot provide an answer. (Collis and Rukstad, 2008) Many researchers defend that considering the turbulence of today’s business environment, the resource-based view is the most suitable theoretical starting point in a strategic analysis (Guo, 2007). The aim of this project is to understand how the theoretical frameworks analyzed can be combined in order to understand from a resource-based view standpoint to what the degree
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Books on the topic "Strategic Resource (VRIO"

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Peng, Mike W., and Theodore A. Khoury. Unbundling the Institution‐Based View of International Business Strategy. Edited by Alan M. Rugman. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234257.003.0010.

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Critics suggest that the industry-based view has the five forces framework and the resource-based view converges on the VRIO framework, yet what specific propositions or frameworks does the institution-based view of IB strategy have? This article addresses this important and legitimate question, by identifying and articulating the two core propositions underpinning the institution-based view: (1) individuals and firms act rationally according to formal and informal institutional structures; (2) when formal institutions fail, informal institutions regulate exchange relationships. In other words
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Book chapters on the topic "Strategic Resource (VRIO"

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Henry, Anthony E. "The Internal Environment: A Resource-based View of Strategy." In Understanding Strategic Management. Oxford University Press, 2021. http://dx.doi.org/10.1093/hebz/9780198859833.003.0007.

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This chapter explains why organizations that possess similar resources and compete in the same industry experience different levels of profitability. It explores the resource-based view, which is a perspective that suggests that relative firm performance and profitability are determined by an organization's resources and capabilities. It also stresses how the resource-based view emphasizes the internal capabilities of the organization in formulating strategy to achieve a sustainable competitive advantage in its markets and industries. The chapter reviews the role of capabilities in helping an
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Frynas, Jędrzej George, and Kamel Mellahi. "Global business environment:." In Global Strategic Management. Oxford University Press, 2014. http://dx.doi.org/10.1093/hebz/9780198706595.003.0006.

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This chapter looks into the analysis of the internal environment. The chapter starts by contrasting the resource-based perspective and the positioning perspective. Then it distinguishes between resources, capabilities, and core competencies when analysing the internal firm environment. The VRIO framework is a practical tool in identifying core competencies. The concepts of value added, value chain analysis, and value system analysis can help strategic decision-makers in identifying where value is created in the firm. An integral part of an internal firm analysis must be a comparison with its c
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Galpin, Timothy. "Building Strategically Valuable Resources." In The Strategist's Handbook. Oxford University PressOxford, 2023. http://dx.doi.org/10.1093/oso/9780192885203.003.0003.

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Abstract Both internal and external factors matter to a company’s strategic decisions and subsequent performance. The resource-based view (RBV) proposes that management should look inside the firm to find sources of competitive advantage. According to RBV theory, internal resources are given the major role in helping companies achieve higher organizational performance. Thus, this chapter examines the approaches, tools, best practices, and potential pitfalls of the “internal analysis” element of the strategy process, including defining organizational resources, differentiating between resources
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"Drucker and Porter on Management and Analysis." In Critical Analysis and Architecture for Strategic Business Planning. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8073-8.ch004.

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The work of Drucker is reviewed with particular regard to comments about the role of management and the approach Drucker suggests concerning determining the focus of the business. These statements are evaluated for their relationship to the business model and its importance in business analysis. The work of Porter is reviewed concerning competitive advantage and the suggestions regarding business analysis and the detailed information sources. The concept of analysing the linkages between resources across the organization and the supply chain is reviewed. The relationship between the resource-b
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Vargas-Hernández, José G. "Circular-Green Economy." In Examining the Intersection of Circular Economy, Forestry, and International Trade. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4990-2.ch001.

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The purpose of this chapter is to analyze the green and circular economy (GCE) model from the point of view of the resources and capacities of the organization. How is the application of the circular economy model related to strategic management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, it can become a competitive advantage; in other words, the application of the CE is related to strategic m
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Vargas-Hernández, José G., Marlene de Jesús Morales Medrano, and Jorge Armando López-Lemus. "Circular Green Economy." In Handbook of Research on Entrepreneurship Development and Opportunities in Circular Economy. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-5116-5.ch002.

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The purpose of this chapter is to analyze the green and circular economy (GCE) model from the point of view of the resources and capacities of the organization. How is the application of the circular economy model related to strategic management? At first glance, it seems that the CE is operating within an operational level with a social impact. However, it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage. In other words, the application of the CE is related to strategic
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Fisher, Greg, John E. Wisneski, and Rene M. Bakker. "VRIO." In Strategy in 3D. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190081478.003.0009.

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The purpose of VRIO analysis is to systematically identify resources and capabilities that may serve as a key source of competitive advantage. For a resource or capability to be the basis of a sustainable competitive advantage, it must be valuable (V), rare (R), and costly to imitate (I), and the firm must be organized (O) to capture the value from the resource or capability. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of VRIO analysis. Finally, the chapter continues the illustration of Harley-Davidson and app
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Mackay, Dave, Mikko Arevuo, and Maureen Meadows. "Internal Environment." In Strategy. Oxford University Press, 2023. http://dx.doi.org/10.1093/hebz/9780192845399.003.0008.

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This chapter talks about resources and capabilities: what an organization has available to use, and what it can do with those resources. The chapter is focused on exploring theories and methods that can assist managers in building their knowledge of resources and capabilities, and crucially, the options that are available to improve the effectiveness of how resources are deployed through activity. These considerations are part of the internal context. It emphasizes how distinctive resources might enable competitive advantage using what is known as the resource-based view (RBV). This discussion
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Brooks, Simon, and Sarah Birrell Ivory. "The Internal Environment: Strategy and Planning." In Introduction to Management. Oxford University Press, 2024. http://dx.doi.org/10.1093/hebz/9780192893512.003.0005.

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This chapter covers strategy and planning within the internal environment. It explains that the inside-out resource-based view of the organization focuses on identifying and evaluating its resources and capabilities. Managers can analyse their organization's international environment through resource and capability audit, the VRIO (value, rarity, inimitability, and organizational support) framework, and Value Chain analysis. The integration of external analysis and internal analysis could be achieved through the tools of SWOT (strengths, weaknesses, opportunities, and threats) summary, TOWS fr
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Farinha, Luís, and João Lopes. "Assessing Regional Advantage Based on Smart Specialisation Strategies." In Building an Entrepreneurial and Sustainable Society. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2704-7.ch008.

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Making smart regions smarter through smart specialization strategies (RIS3) is today on the political and economic agenda. In this context, it becomes a priority to know the regional stakeholders' perception of RIS3, based on the prioritization of the use of resources and capacities in their territories. The aim of this study is to perform a bibliometric analysis with the keywords smart specialization, regional innovation systems, and value, rareness, imitability, and organization (VRIO). The authors aim to contribute to the clarification of the literature on regional innovation ecosystems. Th
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Conference papers on the topic "Strategic Resource (VRIO"

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Auzina, Anita, and Eliza Liga Lamberga. "STRATEGIC PROSPECTS FOR GREEN TECHNOLOGY COMPANIES: A CASE STUDY IN LATVIA." In 23rd SGEM International Multidisciplinary Scientific GeoConference 2023. STEF92 Technology, 2023. http://dx.doi.org/10.5593/sgem2023/5.1/s21.61.

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The fourth industrial revolution is currently underway in the global economy. It affects any company, including those applying green technologies whose main purpose is to reduce climate change, the loss of biodiversity and pollution when performing economic activity. Strategic management of the processes is essential for companies to achieve their main goal in parallel with the efficient use of resources when transitioning to a circular economy. Strategic management improves the company�s ability to solve both environmental and climate change impact problems and to achieve the company's econom
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